MIS Strategic Plan

2006- 2010

Leon County Board of County Commissioners Department of Management Services Division of Management Information Services May, 2006

Management Information Services Strategic Plan 2006-2010

Table of Contents
Page Vision Statement ...................................................................................................................................3 Mission Statement .................................................................................................................................4 Management Philosophy........................................................................................................................5 Guiding Principles ..................................................................................................................................5 Strengths ................................................................................................................................................6 Weaknesses ............................................................................................................................................7 Opportunities .........................................................................................................................................7 Threats ...................................................................................................................................................8 Strategic Issues .......................................................................................................................................9 Basic Strategic Issue 1: Customer Focus/Service Oriented Basic Strategic Issue 2: Comprehensive, Timely, Integrated Information with Reliance on Online Access and Interaction Basic Strategic Issue 3: Reliable and Effective Infrastructure to Meet Expectations Basic Strategic Issue 4: Qualified, Productive Staffing and Consulting Services Basic Strategic Issue 5: Systems, Data, and Network Security Basic Strategic Issue 6: Disaster Recovery and Business Continuity

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Management Information Services Strategic Plan 2006-2010

Vision Statement
Leon County policy makers, management, staff, citizens, and the business community will be provided current, accurate, comprehensive, and integrated information in a user-friendly, secure, effective, and reliable medium to reflect the Countys activities and to improve decision making and work processes. Infrastructure, applications, and technology solutions to support such information management and delivery will be effective, reliable, and secure. MIS staff resources will be certified experts in their fields and will deliver outstanding customer service and satisfaction.

Vision
Our vision is delivering current, comprehensive, and accurate information and technology solutions in a user-friendly and reliable medium to policy makers and management for their decision making process; to staff for effective processing of their work; and to the citizens and business community of Leon County for effective access to County information and interaction with processes. Our vision is driven by the partnerships between MIS and its customers to assist those customers as they redefine their business processes to meet changing needs and priorities. By being flexible, innovative, and responsive, MIS will build and/or strengthen trust with its customers to solve information management needs with technical solutions. Our vision is of a MIS Division delivering prompt, courteous, and efficient service with 100% customer satisfaction with a staff that is well trained, highly motivated, and professional. Finally, our vision is of Leon County MIS as a pacesetter in providing quality, leading edge technical services to its customers with the promotion of security and provision of disaster recovery and business continuity.

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Management Information Services Strategic Plan 2006-2010

Leon County Board of County Commissioners Mission Statement

Leon County Government is dedicated to preserving and enhancing the outstanding quality of life which has made our community a desirable place to live, work, and raise our children. Through the provision of cost effective, superior services, Leon County Government will insure the promotion of orderly growth for the economic health and safety of its citizens.

Department of Management Services Mission Statement

Management Services Support Services mission is to provide customers with assistance, guidance, oversight and other resources to enhance the provision of departmental services.

Management Information Services Mission Statement

In conformity with Leon Countys Mission statement, the MIS mission is to serve our end users with continually improved, efficient, cost effective technology and telecommunications products, services, and information so that our customers are totally satisfied and able to fulfill their missions.

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Management Information Services Strategic Plan 2006-2010

Management Philosophy
Management Information Services commits to a team approach in the delivery of quality services to our customers and to safeguarding the information resources entrusted to us. We strive to deliver our services on time, defect free, and in a professional and courteous manner. Management Information Services also commits to providing employees with necessary resources, training, and the encouragement to develop creative, comprehensive solutions to information technology issues and challenges. Communication and feedback from our employees and customers are encouraged and expected.

Guiding Principles
1. Quality comes first. To achieve customer satisfaction, the quality of our products and services must be our number one priority. Customers are the focus of everything we do. Our work must be done with our customers needs in mind. Continuous improvement is essential to success. We must strive for excellence in all we do; in our products, our services, and our human relations. Employees are the source of our strength. They provide our expertise and determine our reputation and vitality. Employee involvement and teamwork is our way of life. We are a team. We must treat each other with respect and trust. Integrity is never compromised. The conduct of our Division must be pursued in a manner that commands respect for its integrity and positive contributions to County services. Security is seriously managed to ensure the accuracy and reliability of data, to protect privacy as required by law, to secure data from improper access and/or changes, and to safeguard the Countys technical infrastructure assets against loss of use, tampering, and/or destruction.

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Management Information Services Strategic Plan 2006-2010

Strengths
Our strength lies in the dedicated, resourceful MIS Staff and their ability to meet the professional needs of our customers by innovative means that are responsive and cost effective. That strength has come about with the stability of the staff with a position vacancy rate of less than 5% for the past four years (2002- 2005). Collaboration and coordination are important means in defining solutions and augmenting resources through sharing and networking with other County and City IT/MIS Directors through the Florida Local Government Information Systems Association, GIS leaders and professionals through the GIS SHRUG (Seven Hills Regional User Group), security professionals through Infragard (a FBI sponsored technology security program), and State IT members through the Digital Government Summit Advisory Board. The Division continues to develop a strong human resource plan that provides and encourages career advancement, skill development, and skill enhancements. MIS has a strong technical certification and training program for staff that ensures staff are maintaining core competencies and learning new technologies. Superior MIS staff expertise has built a reliable, secure, and high speed network that enables effective deployment of applications to County users, augmented with wireless technologies. Superior MIS staff expertise for web services and applications development, augmented with Oracle services, continues to support and enhance the Countys award winning web site for the Board and most of the Constitutional Offices. Superior MIS staff expertise has built and maintains an integrated criminal justice information management system that is used by the entire justice community in Leon County where data is entered at the first point of entry and is shared among all users. Integration with other local, regional and state programs is provided with enhancements through the Global Justice XML. Superior MIS staff expertise in security management which is strengthened with liaisons with FDLE (Florida Department of Law Enforcement), the FBI, and alliances with SANS Institute (SysAdmin Network Security) and the Gartner Group.

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Management Information Services Strategic Plan 2006-2010

Weaknesses
The Board and the administration have recognized the challenge of meeting the demand for information management services by providing additional resources for MIS through the budget process in past years, and that support will need to continue to meet the growing demand for services and technology solutions. As our customers become more aware of technology opportunities to improve their work processes, more projects are defined and expectations of enhanced services grow. While improvements have been made, stronger processes need to be put into place to include MIS in the planning of grant applications where technology is provided, so that MIS can to be responsive to its customers. MIS needs to prepare for the retirement of several of its management/technical leaders within the next five years. For successful succession management, the division will need to continue documenting institutional knowledge and work processes and provide cross training for critical areas.

Opportunities
The ever growing demand of fast, easy, and reliable open access by citizens and staff in Leon County offers us the opportunity to develop a totally integrated information management system of data that will be cost effective, improve decision making, provide for increased public safety, and incorporate efficiencies for all of our customers. Additionally, the convergence of several communication technologies (phones, email, personal data assistants (PDAs), and mobile laptops/PCs) will empower staff and management to have access to information and to make updates to computer applications and databases at all times and in a near real-time mode. To take advantage of these opportunities, MIS professionals must be totally involved with and have a significant understanding of the activities, from strategic planning through systems implementation, of each and every program.

Threats
As the country deals with the real threats of terrorism, war, and natural disasters, MIS must ensure that the data and information management of the County Departments and Divisions and the Constitutional Offices are protected and recoverable in a disaster. While the protection of data at off-site locations has been in place for many years, the development of a remote sever center allows for the development of a stronger disaster recovery plan with business continuity which will ensure that critical County

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Management Information Services Strategic Plan 2006-2010 information management processes can continue with minimal or no down time in the event of a situation. Additionally, MIS must be prepared to support widespread employee displacement due to a potential pandemic by the bird flu or any other event that shuts down office facilities. Providing for home or offsite connectivity to the County network and information will need to be addressed in the network infrastructure, web services, and application development projects.

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Management Information Services Strategic Plan 2006-2010

Strategic Goals and Objectives

Although this strategic plan is for the MIS Division, its strategic goals must be interconnected with the future of the entire organization. Management Information Services success in providing necessary information processing, technology infrastructure, and services will determine, to a large degree, the effectiveness of staff and operating departments in meeting the overall County goal of quality services to the citizens of Leon County.

Strategic Issues
Basic Strategic Issue 1: Basic Strategic Issue 2: Customer Focus/Service Oriented Comprehensive, Timely, Integrated Information with Reliance on Online Access and Interaction Reliable and Effective Infrastructure Qualified, Productive Staffing and Consulting Services Systems, Data, and Network Security Disaster Recovery and Business Continuity

Basic Strategic Issue 3: Basic Strategic Issue 4: Basic Strategic Issue 5: Basic Strategic Issue 6:

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Management Information Services Strategic Plan 2006-2010

Basic Strategic Issue 1: Customer Focus/Service Oriented

Background: MIS must continue to better understand its internal endusers/customers. The responsibility of MIS is to ensure the Countys information computing is done well, securely and in a timely manner. MISs role is not merely to produce more applications and information systems; rather, it is to build and support the Countys information management infrastructure with integration and collaboration as needed. Strategic Goals: 1. Continue to improve policy-making coordination for technology through better definition, action and improved participation with customers. A. Continue the Office Automation/Network Users Group, chaired by the Director of Management Information Services as a forum for: i. The continued enhancement of suggested standards for applications and use of automation whereby systems are technically sound, efficient, cost effective, and allow for orderly growth and development of the infrastructure. ii. Senior management to take an active part in setting the requirements and standards for use of information technology within the County government. B. Continue monthly meetings with Departments to discuss technology needs and issues. Currently in progress are meetings with Growth Management, Public Defender=s Office, Facilities Management, Public Works, Elections, the Sheriffs Office, and the Library. C. Continue providing workshop updates to the Board on a regular basis to communicate progress on technology initiatives and seek executive direction on policy issues regarding information management. 2. Continue to strive to improve customer relations and partnerships with customer focus a priority. A. Continue to establish, support, or assist appropriate Application User Committees with representation from all offices, departments and divisions to build consensus among the various offices on technology issues regarding applications, infrastructure, and services. End-user responsibility should be an explicit goal. All decisions regarding information technology should be made within the context of the goal to enhance end-user productivity. i. Currently User Committees are operating for the following applications: JIS, Finance (Banner), GIS, PETS, and Web Stewards. ii. Establish a User Committee for Hansen (Work Order Management). B. Continue to solicit feedback from customers through a regularly scheduled survey about delivered services to gauge customer satisfaction and learn of opportunities for improvement.

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Management Information Services Strategic Plan 2006-2010

Basic Strategic Issue 2: Comprehensive, Timely, Integrated Information and Reliance on Online Access and Interaction
Background: There is a need to access and understand the results of the work processes in the various Departments and Divisions in the County at all levels in the organization - from program, to managerial, to executive, and ultimately to the citizens. Most work processes have adopted some level of technology for productivity and effectiveness within the division/program level. MIS must partner with customers to help implement strategies for integration and deployment of comprehensive and timely information for in-house use and for citizen access via web browser based technologies. Technology advances in application services via the web and use of XML interchange services need to be incorporated in existing applications. Strategic Goals: 1. Justice Information System (JIS) A. Continue enhancements and maintenance of the JIS, which uses a web browser based interface and incorporates the Oracle relational database. B. Continue to develop interfaces to justice community entities to share information and incorporate the Global Justice XML interface as recommended by the States Article V Technology Board. C. Continue enhancements to the JIS to add comprehensive jail management functionality. D. Cooperatively work with the JIS Interlocal participants in enhancing the JIS into an integrated data warehouse for justice information with interfaces to systems such as the Clerk's Courtview and Judicial Website. E. Continue to support the data access to mobile units in TPD and Sheriff law enforcement vehicles. F. Continue to incorporate new technologies such as electronic signatures, imaging, and Internet interfaces. G. Provide application support to the Sheriffs Office to support process needs such as warrants and ongoing phases of the North Florida Pawn Network. H. Provide application support to Probation and Pre-Trial for case management. I. Continue to support the Probation Office's GPS monitoring program. J. Continue to provide public access opportunities as authorized by statute and policy. Finance Information Systems (Banner) A. Continue to maintain Banner on the IBM AIX platform. B. Deploy Banner upgrades as made available by the vendor. i. Employee self-service module by 2007 for Board and Clerk. ii. Electronic timesheets via web interface for the Clerk in 2006. iii. Electronic timesheets via web interface for Board in 2007. C. Migrate Banner to Oracle upgrades as made available by the vendor. i. Oracle 9i by 2006 and Oracle 10g by 2009. Page 11

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Management Information Services Strategic Plan 2006-2010 3. Electronic Document Management (EDMS) A. Continue deployment of enterprise solution throughout the County. Conversion activities underway for Growth Management, Public Works Engineering, Public Works Animal Control, Human Resources, Facilities Management, and Veterans Services. B. Introduce EDMS to the agenda process and Administration in FY 05/06. C. Strive to complete conversion efforts of archived and/or filed Board documents by the end of 2010. Internet and Intranet A. Continue the maintenance and enhancement of the Internet for the Board Departments and participating Constitutional Offices (Property Appraiser, Tax Collector, Sheriff, Supervisor of Elections, State Attorneys Office, and Public Defender). B. Continue to maintain the content of the web site with current and meaningful information. i. Continue developing and supporting web stewards in the County Departments and Divisions to keep content on the Web updated and easily accessible. ii. Continue developing online services for citizens to be able to interact with their local county government at any time (i.e. access to Commission meetings and workshops, online submissions of employment applications, online citizen reporting of problems, online permitting, payment transactions for tax payments, tickets, license renewals). C. Continue to enhance the Intranet site for the County Board employees. i. Continue to develop the Intranet for County employees as a resource for information (i.e. policies, documents, forms). ii. Continue to augment online training opportunities. Work Order Management A. Migrate to a single work order management system for Board Departments by 2010. i. Facilities Management 2006 ii. Mosquito Control and Stormwater 2007 iii. Parks and Recreation 2007 iv. Fleet 2007 v. Landfill 2007 - 2008 vi. Pavement Management - 2008 B. Expand the use of hand-held field data collection for near-real time updates to the work order management database. C. Continue to support remote office capabilities with laptops and/or tablets and wireless technologies. D. Provide interface to GIS mapping as processes require.

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Library System (SIRSI) Page 12

Management Information Services Strategic Plan 2006-2010 A. B. 7. Continue support and enhancements through vendor upgrades. Deploy Oracle 9i upgrade and web services implementation in 2007.

Geographic Information Systems (GIS) A. MIS continues to provide administrative and technical support to the GIS Interlocal as well as to the Leon County GIS program in accordance with needs and the requirements of the Tallahassee Leon County Interlocal agreement. B. Continue partnership with the City on the joint implementation and maintenance of the Permit Enforcement Tracking System (PETS). C. Continue a comprehensive land identification system in conjunction with the City/County Growth Managements, the Planning Department and the Property Appraiser=s Office to allow for first point of entry into the GIS System and PETS. D. Align the County Plat Codes with the City Code to require use of GPS survey monuments to improve quality and accuracy of plats and to streamline the integration of future plats to the digital base map. E. Continue to enhance the GIS web site with expanded functionality and additional data layers. F. Continue infrastructure improvements with the consolidation of City servers with GIS Central, NT on the desktops; database conversions, and the integration of electronic documents with GIS. G. Maintain and deploy the Address Database as the standard to any existing and future City ISS and County MIS applications and systems. H. Continue to keep the base map current with an incremental update of aerial photography where highly populated areas are updated every three years and rural areas are updated within six years. I. Continue to coordinate the development and maintenance of data layers from the participating departments such as zoning, utility services and assets, recreational facilities, property information, school districts, voting precincts, flood zones, environmental data, building development information, and County and City facilities. J. Continue to improve data capture time of new data with methods such as field handheld units and GPS technology. K. Continue to work with the professional community in maintaining the geodetic network in Leon County to insure accurate GPS and surveying measures. L. Continue to take advantage of contract and grant opportunities that will provide funding for additional data development and/or program enhancements. M. Continue to develop functionality and promote use of the GIS as a planning tool.

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Office Automation A. Continue to provide and support the Microsoft Office Suite for word processing, spreadsheets, and small database management. Page 13

Management Information Services Strategic Plan 2006-2010

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Enhance user functionality for information sharing with collaboration, approval processing, and workflow tools.

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Training A. Continue an introductory end-user training program and train employees as needed. B. Continue providing office automation training for users. C. Continue to build into the acquisition and maintenance budgets for major computer systems training for end-users and maintenance personnel. D. Enhance on-line learning functionality.

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Management Information Services Strategic Plan 2006-2010

Basic Strategic Issue 3: Reliable and Effective Infrastructure

Background: The MIS Division has exclusive responsibility for the County's backbone communications network and the computer platforms that provide information access. MIS needs to maintain this network in a stable, secure, virus free and fully operational state. Thousands of users, including County employees and countless citizens, depend on this network to access data and information. MIS needs to continue development and documentation of its IT infrastructure and continue to train all employees required to support it. The MIS Division needs to continue investing in network management tools to ensure that a secure, optimally functioning network is available 24 hours a day, seven days a week. Strategic Goals: 1. Backbone Network A. Continue to enhance the County-wide communications network and connect all employees that use the automated system(s). i. Continue to a structured cabling and wiring plan updated to allow for future growth and maximum bandwidth and emerging technologies. ii. Continue to upgrade the network backbone between all County facilities and remote locations to Gigabit Ethernet bandwidth and be in a position to take advantage of industry improvements. iii. Continue to assure that network bandwidth limitations stay far ahead of computer hardware limitations so that connectivity is never limited by backbone services. iv. Continue to develop redundant network paths to remote sites for security and emergency issues (i.e. fiber from the City, Comcast, Sprint, and/or other providers). v. Continue to upgrade internal network wiring in the County facilities. vi. Continue to advocate, implement, and support secure wireless technologies. vii. Continue to provide remote access services for employees with secured connections into the network. viii. Continue to promote best practices in networking and security. ix. Continue to research and develop new technologies as they emerge. Public Access A. Continue to provide public access to information in County automated systems by constantly and consistently enhancing the county wide backbone network to allow the most secure, efficient and cost effective interfaces to information and services provided. Statutorily allowed recapture of costs associated with public access shall be recaptured whenever feasible and practical.

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Community access from home computers to the automated library system is in place via the Internet and will continue to be enhanced. Continue to support public access PCs at the Main Library and the branch libraries. Continue to provide wireless access for citizens and employees in common areas in the Courthouse (Chambers, jury assembly, some courtrooms) and major facilities of the County (i.e., Main Library and the branch libraries).

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Inter-Agency Access A. Provide support, services and connectivity to other agencies as funded and approved by the Board of County Commissioners. B. Provide connectivity with outside resources as user needs and security allows. Desktop Infrastructure A. Continue support for the maintenance of PCs to provide reliable, available infrastructure for employees to conduct their work with a maximum down time of four hours. B. Continue to strive for a budgeted PC replacement program that supports the upgrading of desktops to maintain necessary functionality. C. Continue to expand the internal capabilities of electronic mail, the desktop environment, collaboration and workflow processes, and the Intranet. Telecommunications Infrastructure A. Continue to maintain the telephone system for the Board Departments, the County Health Department, and participating Constitutional Offices such as the Supervisor of Elections, Public Defenders Office, State Attorneys Office. B. Continue to provide enhancements to telephone services to meet customer needs. C. Continue the use of IP technology in telecommunications services as deemed beneficial to the County. Computing Standards A. Maintain and/or establish organizational computing standards which streamline operations such as: i. Oracle database infrastructure for large applications; SQL server database for mid-range to smaller applications ii. Unix, Novell, and Windows-based systems/server infrastructure iii. Desktop standardization iv. Cisco network infrastructure.

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Basic Strategic Issue 4: Qualified, Productive Staffing and Consulting Services

Background: The MIS professional of today has transformed from the singular programming techie" and mainframe guardian of the past Data Processing environment to a MIS professional that is involved and understands the business of the end user and current industry technology to provide solutions for effective and integrated information management. With the purpose of providing high quality services, the Leon County MIS Division must continue to keep abreast of fast paced changing technical environment. Technicians and MIS professionals are encouraged to maintain their respective technical currency on their own as well as benefit from County provided training. In this age of changing information technology, employees have a responsibility to maintain currency in order to insure improved customer service and individual career development. Strategic Goals: 1. Continue to invest in training as a high priority in the MIS budget. A. Clearly define the roles for MIS staff and ensure that the employees fulfilling those roles clearly understand the performance standards needed to meet expectations in the positions. B. Continue to provide complete training to the staff that is required to operate and maintain the platforms, operating systems, and databases under its purview. C. Continue to provide continuous training for staff to stay current with the latest technologies. D. Continue to augment technical training with interpersonal and communication skills training that promote customer service and team building. E. Continue to use consulting services to transfer technical skills.

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Continue to improve planning and management capabilities for project management and systems analysis. A. Continue to use services such as Gartner Group, InfoTech and Yankee Group to augment analysis of emerging technologies, to receive planning and research assistance for project planning and development. B. Continue to collaborate with other County and Municipal governments (ie. FLGISA) on best practices of IT management and deployment. C. Continue to receive training and continue to create written project plans, including schedules and task assignments, and have the status of projects measured and reported using the criteria established in the plans.

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Using best practices from the computer technology industry, maintain a quality control framework and apply it to all major projects.

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Strive to hire professional and competent staff. A. With the continued support of Human Resources, maintain well defined job descriptions with appropriate compensation packages that continue to attract highly qualified applicants. B. Continue to develop career paths for technical positions. C. Continue to review the MIS organization and adjust as customer needs and the technology industry changes to ensure resources are distributed to provide services as needed. Continue to use consulting services to augment staff resources as needed.

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Management Information Services Strategic Plan 2006-2010

Basic Strategic Issue 5: Systems, Data, and Network Security

Background: MIS staff expertise in security management is strong and strengthened with liaisons with FDLE (Florida Department of Law Enforcement), the FBI, and alliances with SANS Institute (SysAdmin Network Security) and the Gartner Group. Extensive training investment and support has contributed to MIS ability to build and maintain a reliable, secure, and high speed network that enables effective deployment of applications to County users, augmented with wireless technologies. Strategic Goals: 1. Continue to work with management and the user community regarding security standards and requirements. A. Maintain standards for security on all systems supported by the MIS Division. Other agencies attached to the network must meet minimum access standards. B. Maintain procedures to ensure that a viable security policy, approved by the Board of County Commissioners, is in place. It is to be updated as appropriate and enforced by Senior Management. Continue to maintain a protected hardware and software infrastructure that protects the network from viruses, spam, and loss of service. A. Continue to maintain and upgrade security hardware such as firewalls. B. Continue to obtain tools and services for security assessment and mitigation. C. Continue to train staff on security issues and practices through organizations such as SANS Institute (SysAdmin, Audit, Network, Security) and the Tallahassee Chapter of the FBI's Infragard. D. Continue to undergo an outside security audit every two to three years. E. Continue vigilant implementation of system security patches. Continue to maintain systems for high availability and performance. A. Continue to document systems. B. Continue to keep systems patched to the latest level. C. Continue to monitor performance of systems and develop solutions for enhancements D. Continue to provide virus protection for desktops and servers. E. Continue to provide spam filtering.

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Basic Strategic Issue 6: Disaster Recovery and Business Continuity

Background: MIS has been diligent in protecting County data and technology assets with off-site storage of data and systems tapes. Plans for securing a "hot site" data center for recovery were reprioritized in light of the 9/11 terrorist attacks. Now, the IT industry has recognized that a remote systems center that is live with near-real time transactions will assure a timely recovery and successful business continuity. With applications such as the Justice Information System, the Countys web site, the Geographic Information System, the Countys messaging system, and the Countys purchasing and HR systems, it is felt these systems must be recovered as soon as possible to ensure public safety, Country operations, and continued services to the citizens.

Strategic Goals: 1. Activate a remote data center with County systems able to run applications in test and production mode. A. With cooperation of the Sheriff's Office, maintain a remote data center at the Jail complex. B. Provide redundant data/internet coverage through multiple network connections. C. Coordinate with other participating Constitutional Offices and incorporate their system needs in the design and implementation of the remote data center. Maintain a disaster recovery and business continuity plan. A. In cooperation with the Emergency Management Program, MIS maintains its disaster recovery and continuity plan and is participating with Court Administration in the specific business continuity plan of the Office of the Florida Supreme Court (OSCA). Maintain the disaster recovery and business continuity plan to meet the changing needs and/or circumstances of the organization. A. Annual reviews of the plan will be conducted with a mock disaster test.

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